Handling Resistance To Organizational Change
A framework for companies, showing the preeminent method to handle resistance to change

By Ilona van Rooij, Michelle Hieltjes and Sophie Peeman

AbstractThis paper has a clear aim at creating a framework for companies, showing the preeminent method of handling resistance to change. A thorough literature study revealed two distinctive perspectives, with different strategies, advantages and disadvantages. The traditional perspective takes a more negative stance towards resistance to organizational change. There is a clear focus on reducing or even eliminating resistance. More recently, a new and more positive view emerged, stating that resistance is useful and therefore needs to be encouraged. A comparison is made between these two types and ultimately, a theoretical framework is created, combining the best of both perspectives. Although some techniques from the traditional perspective are used, there is a greater tendency towards the positive way of approaching resistance to organizational change Key Words:

Table of ContentHow can resistance to organizational change be defined?5Organizational change5Resistance to change6The Negative and Positive Perspective towards Resistance61. The traditional view of approaching and managing resistance to change8Freeze environment9Facilitation and support10Negotiation and agreement10Manipulation and coercion10Pessimistic approach11Time consuming11Short term solutions112. The modern view of approaching and managing resistance to change13Encourage resistance through a culture of Openness and Flexibility14Empower middle management to interpret and adapt the change14Appreciate the critical attitude towards assumptions14Use resistance as a mean to keep the topic alive15Create a high level of commitment through resistance15Practical danger16Ethical challenge17Theoretical limitation173. Introduction to the framework18Explanation of the model18Unfreeze phase19Change phase19Refreeze phase20Cause and Effect Relations21Conditions22Discussion22Bibliography24Appendix 1 Framework ‘Handling resistance to change’25

How can resistance to organizational change be defined?
Organizational changeIn order to define resistance to organizational change, it is necessary to explain what is meant with the term organizational change first. In general the term stands for the adoption of a new idea or type of behavior by an organization (Liberatore, Hatchuel, Weil and Stylianou, 2000). Changes can be defined along a continuum, from small adaptations to strategic revolutions (del Val and Fuentes, 2003). In literature often the two extreme types are described, operational and transformational change, however, it should be kept in mind that real changes are not a pure type but a mixture. Organizational change has been a widely discussed topic in business research and various authors have given different names to these types of change, for instance first-order and second-order change, operational and transformational change and continuity and radical change (del Val and Fuentes, 2003; Chun-Fang, 2010). All these terms carry the same meaning and intention. To be consistent the terms operational and transformational change are chosen for this paper. Operational changes are often minor improvements occurring naturally as an organization grows and therefore, does not necessarily require organized intervention. Modeling is one of the main contributors. This type of change focuses on improving routines, issues and organizational processes in different areas of the business (Liberatore et al., 2000; del Val and Fuentes, 2003; Chun-Fang, 2010). Transformational change, on the other hand,...

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Table of Contents
Executive Summary 2
Literature Review 3
Force-Field Analysis Diagram 4
Decoding Resistance to Change 6
Working with Resistance 7
Key Elements to Effective Organizational Training 7
Successful Project Management 9
Managers as Resistors 10
Managing Resistance 12
Default Option Approach 12
Change Management Models 13
Start Model Approach 13
Start Model Incorporation with Congruence Model 16
Compare and Contrast Different Management Models 16
Discussion and Conclusion 18
Works Cited 19
Appendix 20
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